Different types of team structures: organizational structures that meet specific objectives
There is nothing like a concept that fits all types of concepts at stake when managing different types of team structures for specific goals in mind. Deep reflection and consideration is required to identify, bring together, and also convince team members to work together on a variety of assignments.
Here are two main team structures that an organization forms to meet objectives.
Some teams are like a shadow in the background: they are always there, but not very visible, but they are more essential to running the day-to-day operations of the organization. These teams, for the most part, handle finance, sales, and marketing and are considered the functional part of the entire organization. Such teams usually work under general guidelines and policies formulated by the corporation’s top executives and operate more or less smoothly without much fuss and noise.
In large part, they are left to execute and achieve the grand vision of the organization, until it is necessary to take stock of the situation. Those scenarios can arise from market dynamics, such as neck competition, technological changes, and change in regulatory framework or amendments to the Land Law. These teams are recruited with due consideration and deliberation and follow a routine and pattern set in advance by executives. They are more or less permanent and some team members may even outlast the organization.
On the other hand, project teams are completely different animals. They combine to execute certain tasks, achieve certain goals, or achieve a vision in a time-limited way. Once the goal is reached, these teams in most cases dissolve and the team members return to their routine tasks. For example, a specific project team may have a ten percent increase in market share as their goal to reach within three-quarters.
Such a team may include the chief marketing officer, chief advertising officer, financial controller, and operational supervisor, each contributing their respective experience and skill set to achieve the common goal. As soon as the market share target is achieved within the time frame, they can hand over the reins of maintaining market share to the functional team. Sometimes the goal is too large to be achieved by a single team, so it is divided into smaller goals and set to be achieved by sub teams within a matrix of teams.